From the Ask Tom mailbag –
This is Part 4 of 5 in a series. This post is in response to a question by Herb Koplowitz, contributing editor to Global Organization Design Society. It is based on a discussion about Collins’ organizational model.
- Level 5 – Level 5 Executive
- Level 4 – Effective Leader
- Level 3 – Competent Manager
- Level 2 – Contributing Team Member
- Level 1 – Highly Capable Individual
Question:
I didn’t read Collins’ levels as layers, but as personality fit to being a good manager. (He actually describes behaviors and then ascribes them to the manager as though ones manager has nothing to do with ones behavior.) Please explain how you see Collins’ levels as relating to Jaques’ strata. What is Stratum I about being a capable individual, what is Stratum II about being a contributing team member?
Response:
Last Friday, we looked at Collins’ Level 3. Today, Level 4.
Level 4 – Collins – Effective Leader. Decisions inside Stratum IV (Requisite Organization) roles consider issues of pace and quality related to organizational systems. Stratum IV organizations are typically populated by multiple systems, each competing for budget and managerial attention. Peter Senge (Fifth Discipline) describes this system friction as reinforcing systems and balancing systems. The impact of this friction modulates total organizational output, the capacity of one system throttling the pace of its sister system. The organization can either stay stuck or scale depending on the effectiveness of roles at Stratum IV, to integrate those competing systems (departments, silos) into a whole system, optimized for growth and profitability. Stratum IV roles require parallel processing, seeing system inter-dependencies, contingencies, bottlenecks and constraints. Longest Time Span tasks range from 2-5 years.
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